The following report was submitted to the Executive Board for discussion at the board meeting in Houston in January 2006.
The task force ended 2005 by completing the research phase where internal leaders, staff and board members were interviewed along with other association leaders to determine what was successful and what was not with the geographical organization of the respective association.
The research methodology involved:
1. Interview with Linda Broussard.
2. Summary of last year’s chapter annual report.
3. In-depth, personal interview with 7 chapter leaders from the United States, United Kingdom, Canada, Uganda and Mexico.
4. Survey of 19 questions to the Leadership discussion list of which 72 leaders participated.
5. 5 in-depth interviews with membership coordinators from ARMA – American Records Management Association, ASHRAE- American Society of Heating, Refrigerating and Air-Conditioning Engineers, Toastmasters and SPE - Society of Plastics Engineers and SAE (International Society of Automotive Engineers).
The research provides a clear indication that there are issues with the current chapter model and more work needs to be done to expand SLA past North America. However the chapter model remains a popular means to provide networking and a local “face” for the association. Technology has helped the chapters but more is demanded.
The following provides 10 issues uncovered in the research with possible solutions for consideration:
1. Geography: Great variety of chapter sizes and geographic spread.
Advice:
• Regional meetings instead of /in addition to annual conference.
• Pay or subsidize international members who serve on committees to come to conference.
• Move administration to large geographic centres so smaller regions (currently considered small chapters) can focus solely on programming.
2. Administration: Currently ask the chapter organize themselves but issues continue to be reported. Additional work involved with membership, finances, etc too draining.
Advice:
• Take recommended practices one-step further and suggest models based on size, geographic spread, language and culture.
• SLA can provide templates for chapters for website, program announcements, etc.
• Leadership discussion list expanded to all chapter board members.
• Move administration to the large geographic centres.
3. Language: Different languages are spoken or different words are used to describe the same thing. For example, Non-North American associations are known as “professional societies.” Translation can be expensive.
Advice:
• Translate SLA documents into other languages.
• Have regional representatives that can “translate” the SLA message to be effective.
• Do not cross languages in a chapter.
4. Culture: Concept of volunteerism can be different. For example, in India it is common for business people to delegate actual professional duties to staff or to hire someone to run things.
Advice:
• Have regional representatives that can advise on cultural differences.
• Do not cross cultures in a chapter.
5. Finance: Competition between units and SLA for vendor funds. Vendors are tapped for local meetings, annual conference and educational programs. Small chapters or chapters outside areas with many corporate headquarters lack density to attract vendor sponsorship. Chapters exist that deplete savings for programming rather than charge.
Advice:
• HQ or region reviews the chapter budget.
• Run programming with cost-recovery or small budget.
• Centralize vendor sponsorship with an equitable program for chapters.
6. Membership: 90% of chapters surveyed reported stagnant or declining memberships. Non-members get value from SLA through discussion list or an insignificant non-member increase to attend a meeting
Advice:
• More membership drives.
• Lower fees for developing countries.
• Data / resources to help combat downsizing of professional opportunities.
• Meeting differential could be much higher, or listserv only open for 3 months to non-members.
• Products and services of the chapter and SLA be available only to members.
7. Recruiting: Difficulty recruiting volunteers (tied to declining membership) and especially chapter leaders.
Advice:
• President-elects should learn to be president, not plan programs. Perhaps chapters should have a program planning position, which would work with president-elect and carry out program ideas.
• Spend time at library schools to develop new members in the association early.
• Look outside the traditional librarian profession for membership.
• Ensure succession planning with 2-year terms for positions.
• More practical training for leaders – current model on website and COP isn’t embraced – request for more face-to-face training
8. Marketing: SLA is not a well-known name outside North America and needs to market its authority.
Advice:
• Exhibit or sponsor at other industry trade shows.
• Write a manual on The Special Library (ensure its translated) that becomes the reason to join SLA.
• Translate materials into other languages.
• Determine goals for international expansion and tailor marketing strategy to the specific country via careful market analysis.
• Find the right strategic partner or ‘ambassador’ within each targeted country.
9. Technology: Virtual seminars require conference facilities and larger groups. Developing countries may not have access to advanced technology.
Advice:
• Web streaming and individual pricing rather than site pricing would allow for people to learn from their desktops
• Provide alternate materials or programs for developing countries.
10. Programming: Difficulties finding planners, speakers and meeting locations in a cost-effective manner.
Advice:
• Share more amoung chapters. Brainstorm on program ideas.
• Create speaker/topic/program database or tap into speaker lists and what has been done before.
• Provide programming on general management topics, workshops or training that can be taught by people outside the profession which will expand the speaker network.
First off, I want to applaud the Chapter Modeling Task Force for doing such a comprehensive job! I am heartened by much that you have presented. The recommendations concerning improved communication and inclusion are especially welcome.
I have only one concern and that comes from my "small chapter" roots. While I look forward to seeing what results from the intiative SLA Boston and associated chapters are implementing in moving their administration to a combined "large geographic centre," I do hope that this does not result in a sort-of disenfranshisement of those members from the associated small regions.
Currently, compared to larger chapters, the smaller chapters do bring a diverse and often very different point of view to associational issues. I would be most reluctant to see this outlook diminished. I hope that in the spirit of inclusion and communication, effective ways to facilitate small regions opinions and input on issues of interest would be conveyed by the larger administrative body.
Again, while I am concerned about this one issue, I believe that this Task Force is certainly on the right track and has done some amazing work! I look forward to hearing more as your work continues!
Posted by: James Manasco | February 01, 2006 at 08:39 AM
There are a lot of cogent and actionable ideas in this first report of the chapter model task force -- a most welcome result from any task force! I wanted to add a few thoughts and ideas based on my own chapter experience:
- Getting to know people really matters. Some chapters have featured a different member each month on the chapter website or newletter. It's not hard to take this further by doing a survey to gather info on interest and activities and then feature groups of people who like to hike, sing, race cars, travel, etc. Mini-CoP's!
- Smaller chapters may indeed be able gain critical mass by linking up with other chapters in geographic proximity, but this linkage doesn't have to be a formal affilitation as a sub-unit of another chapter. It could start small, with some level of shared programming, a process for cross postings to discussion lists, or some shared committee chairs. In addition to sharing the administrative load, this would foster additional networking contacts -- always a key benefit for members.
- Regardless of chapter structure, involving more members in chapter activities is key to building engagement and involvement. A few ideas for this:
-- Take the "buddy approach" with every assignment be it membership, programming or hospitality, so that everyone currently in a chapter role involves at least one new person. this should have a "chain letter" effect over time.
-- In addition to formal roles in committees or elected office, focus recruiting on projects or events. People may be willing to help organize a single program, host a tour, or write up a book review, before committing to an ongoing role.
It's great to have this forum to share and capture ideas!
Posted by: Libby Trudell | February 08, 2006 at 12:16 AM
The report is chock-full of astute observations and useful suggestions, showing that the task force is well underway in addressing its mission. The task force faces quite a challenge. If the current structure is contributing to a loss of members, preventing growth, and not meeting the needs of the members, then we ought to give a new model a try.
In my annual report as Chapter Cabinet Chair, 2003-2004, I stated: “It is time for SLA to re-think our unit structure. Chapter leaders must realize that chapters are not permanent. There is an ebb and flow to leadership, to volunteers, to membership interest and numbers. There is nothing wrong with a chapter deciding it no longer has the critical mass to sustain and replenish its leadership. At that point, the chapter should consider merging with another chapter and setting up its own group within the larger chapter. Members in the former chapter can still have local, small meetings for social and educational purposes, but without the burden of even the now-simplified bureaucracy of elections, committees, and fund-raising…. Chapters nearby to each other should examine the benefits to be gained by merging into larger, regional units that have the potential for more resources to draw upon, not only for programming but also for a leadership pool.”
Chapters that have combined their forces to hold regional meetings have met with great success. The three South Atlantic Regional Conferences have been tremendous! The most recent one, held last September in Williamsburg, VA, attracted some 250 attendees.
Your report shows great insight in reference to chapters outside of the U. S. We should recognize that there are circumstances (geography, culture, language) which might very well require that they be structured differently from American chapters.
Your task force can lay the foundation for renewing SLA’s growth. A new structural model could result in a revised cabinet and governance structure, as well, and that could give new voice to our membership. Bravo!
Posted by: Dav Robertson | February 16, 2006 at 07:32 AM